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Implementing Digital Bulk Payments in Agricultural Value Chains in Uganda

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Implementing Digital Bulk Payments in Agricultural Value Chains in Uganda Learning in the Field: Implementing Digital Bulk Payments in Agricultural Value Chains in Uganda Case Studies Across Uganda, UNCDF designed and trialled different bulk payment solutions within the five agricultural value chains (see figure IV). Working with key stakeholders in each value chain, UNCDF identified challenges to better understand how digitization would reduce or remove those pain points, leading to greater operational efficiencies. Summaries of each of the five projects are provided below, in addition to profiles of beneficiaries. Agricultural value chains in Uganda REPUBLIC OF SOUTH SUDAN Date of production: June 2017 Koboko Yumbe Moyo Kitgum Kaabong UGANDA Nyadri Adjumani Kotido Arua Pader Gulu Abim Amuru Moroto Nebbi Oyam Kole Lira Bulisa Kiryandongo Amuria DEMOCRATIC Apac Dokolo REPUBLIC OF THE Katakwi CONGO Kaberamaido Amolatar Nakapiripirit Masindi Soroti Kumi Hoima Kapchorwa Nakasongola Bukedea Bukwo Pallisa Nakaseke Kamuli Sironko KaliroBudaka Mbale Kibaale Kyankwazi Bududa Bundibugyo Butaleja Manafwa Kiboga Luwero Namutumba Kayunga Iganga Tororo Kabarole Kyenjojo Mubende Jinja Bugiri Kampala Mayuge Busia Kamwenge Mityana Mukono KENYA Wakiso Kasese Sembabule Mpigi Ibanda Lyantonde Kiruhura Bushenyi Masaka SheemaMbarara Lake Victoria Rakungiri Isingiro Rakai Kanungu Ntungamo Kabale Kisore UNITED 0 25 50 75 100km REPUBLIC OF RWANDA TANZANIA 0 25 50 75mi AGRICULTURE COFFEE SEED OIL DAIRY MAIZE TEA • Mbale • Apac • Sembabule • Jinja • Kyenjojo • Manafwa • Oyam • Kiboga • Bugiri • Bushenyi • Bududa • Lira • Lyantonde • Kaliro • Kamwenge • Kapchorwa • Kiryandongo • Kyankwazi • Mayuge • Kabarole • Sironko • Amolatar • Iganga • Mukono • Dokolo • Buyende • Buikwe • Kole • Luuka • Kamuli • Pallisa Disclaimer: The designations employed and the presentation of material on this map do not imply the expression of any opinion whatsoever on the part of the Secretariat of the United Nations or UNCDF concerning the legal status of any country, territory, city or area or its authorities, or concerning the delimitation of its frontiers or boundaries. CASE STUDY Digitizing the coffee value chain with Kyagalanyi and Yo Uganda ✔ Primary reason value chain was chosen for pilot digitization: Country’s largest export crop and many people involved GROWING VALUE CHAIN ESTIMATED SEASONS STAKEHOLDERS AREAS PEOPLE INVOLVED One growing season • Farmers Mount Elgon, Lake 2.8 million per year • Traders Victoria, Rwenzori • Cooperatives Mountains and West Nile Pilot Pilot Registered Active Payment Farmers Increase in Increase area period customers by agents cycles made paid ARPU for payees in coffee booster teams digitally digitally enrolled by sales booster teams Mount Elgon 2015–2018 27,794 105 6 seasons 3,614 +175% +30% (continuous payments during season) Note: Data provided above is from September 2017 to September 2018. Acronym: ARPU, average revenue per user Partners To digitize the coffee value chain, its first such project in Uganda, UNCDF partnered with KCL in 2015, a coffee company working with 4,500 farmers in the Mount Elgon area of eastern Uganda. KCL was forward-thinking about digital solutions for collecting farmer information and gaining business efficiencies, especially around payments and cash management. Yet, the basic requirements for digital payments were insufficient due to low GSM connectivity, low phone penetration among farmers, low digital literacy, a lack of MM agents and behavioural inertia. Furthermore, just one growing season per year meant that the project required long-term investment by the partners involved. In Kapchorwa District, the MNO MTN could not financially justify deploying a mobile BTS (UNCDF, 2016). However, with support from the Bill & Melinda Gates Foundation, UNCDF worked with MTN to de-risk the investment, providing a guaranteed fund of US$100,000 if MTN incurred any losses from the mobile BTS. Yo Uganda, a payment aggregator working with MTN to develop the bulk payment app for the project, deployed a booster team to distribute SIM cards and affordable phones, recruit MM agents and educate farmers.1 A pay-as-you-go solar kit developed with Fenix was also tested, but this use case was introduced too soon, as farmers struggled to make payments outside the coffee season. Three years on, all KCL staff and transporters have moved to MM payments. As of September 2018, 3,614 farmers had voluntarily received payments digitally. In the first six months of the project, KCL observed a 30 percent increase in coffee purchases due to supply-chain efficiencies: with farmers having quicker and more transparent information on prices, delivery time to the collection points was faster. Additionally, the average revenue per user (ARPU) for MTN from farmers receiving payments and customers onboarded by the booster teams was much higher than the ARPU for the district population; farmers generated an ARPU 175 percent higher than MM users in the same district. As a result of the project, 100,000+ people are now connected due to the permanent installation of the network tower; the digital product MoKash was designed, tested and launched in this value chain, together with MTN; Yo Uganda received extra business from other players in the coffee, seed oil and dairy value chains; and, the value of providing even basic voice services to people living in remote areas was showcased. 1 A booster team is a group of people who enter rural communities to improve service delivery at the last mile through agent recruitment, increasing device penetration and providing customer education and support. CASE STUDY Digitizing the tea value chain with McLeod Russel ✔ Primary reason value chain was chosen for pilot digitization: Comparison of voluntary and obligatory digital payments GROWING VALUE CHAIN ESTIMATED SEASONS STAKEHOLDERS AREAS PEOPLE INVOLVED None: year-round • Tea workers Districts of Bushenyi, 140,000 production • Out-growers Kabarole, Kanungu and • Traders/Transporters Kyenjojo of western • Unions Uganda and districts of • Processors Jinja and Mukono of eastern Uganda Pilot Tea estates in Pilot Registered Active Payment Farmers paid area pilot period customers agents cycles made digitally digitally Western Uganda 2 2016–2018 939 25 27 789 Partners To digitize the tea value chain, UNCDF partnered with McLeod Russel, a tea grower and processor employing more than 8,200 farmers across six estates near the Rwenzori Mountains of western Uganda. For McLeod Russel, cash management was a huge issue that involved flying cash twice a month from Kampala to its tea estates for salary payments. To address this challenge, the company agreed to trial bulk payment solutions at some of its tea estates. UNCDF analysis revealed that the cost to McLeod Russel of making digital payments was approximately 10.4 percent less than the cost of flying money from Kampala to the estates. In 2016, UNCDF presented the business opportunity for digitizing tea value chain payments to three payment service providers. To foster competition, the MNOs Airtel and MTN, along with the payment aggregator Pegasus Technologies, were each selected to pilot a solution at one estate. Following the pilots, Airtel and MTN continued their activities at the tea estates. Notwithstanding various challenges in the project, around 50 percent of the farmers in the initial two estates moved from cash to digital payments between August 2017 and May 2018. Furthermore, McLeod Russel is looking beyond payments to digitize all of its agricultural processes for greater efficiency and better control. Within this project, the MNOs were willing to adjust their pricing because of competition. For example, MTN reduced its bulk payment fees by 74 percent, and Airtel reduced its bulk payment fees by 33 percent and waived cash-out fees. Additionally, Airtel specifically recruited an account manager as part of its corporate sales section for this project. Airtel and MTN provided the farmers with free SIM cards as well, which helped to boost registrations. CASE STUDY Digitizing the maize value chain with AgroWays and MobiPay ✔ Primary reason value chain was chosen for pilot digitization: Both a staple and a cash crop GROWING VALUE CHAIN ESTIMATED SEASONS STAKEHOLDERS AREAS PEOPLE INVOLVED Two growing seasons • Farmers Eastern Ugandan districts 200,000 maize farmers per year • Traders of Bugiri, Buyende, • ACEs Iganga, Kaliro, Kamuli • VACs and Namutumba • Off-takers • Input suppliers Pilot Villages and Pilot Seasons Registered Active Payment cycles Farmers paid area ACEs in pilot period covered farmers/ agents made digitally digitally customers Jinja and Iganga 18 July 2017– 2 56,500 176 6 (continuous 27,700 Districts Nov. 2018 payments during season) Partners Working with one of the major staple crops in Uganda, the UNCDF project in the maize value chain kicked off in July 2017 with partners AgroWays and MobiPay. AgroWays, an off-taker, works with more than 20,000 maize smallholder farmers who supply grain. With its existing processes, AgroWays experienced a lack of transparency and accountability of funds at its ACEs and VACs, problems that were compounded by additional issues due to theft. With a clear need to move to digital payments, UNCDF collaborated with the ‘agrotech’ MobiPay to customize a payment solution that targeted ACEs, VACs and maize traders. MobiPay was already active in the maize value chain and had existing structures working with farmers of eastern Uganda. In addition to the digital solution, UNCDF focused on (1) increasing the penetration of phones and SIM cards as
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